In today's globalized corporate world, managers have much more to worry about than the mere administration of a business or the proper management of industrial plants. The success of the organization not only depends on the demand of the product or service it provides, but the cohesiveness in which all its elements work towards the same objective. This cohesiveness can be disrupted by the very nature of an organization, which entails a diversity of cultures, backgrounds, and values among the people it employs or do business with. This is more evident in companies that transcend their businesses far beyond their national localities where not only a difference in culture and values exists but oftentimes there is diversity in languages. As clearly noted on the article Intercultural Communications, some companies mistakenly translate their slogans and advertisements or fail to express their vision while unaware of this cultural diversity. Another example of this element of cultural diversity is noted on "The intrigue of international assignments" where a newly "expatriated" manager failed to consider the way a national employee would take her constructive criticism.
Language diversity is fairly obvious, but a more complicated influence on the management of global organizations is caused by the "culture-driven" factors affecting the demand of the product or service they offer. Just as "you won't try to sell a farm tractor in the city;" the culture that the organization is targeting will directly affect the success of a particular product or service offered. According to the article Managing cultural diversity in a global world, the development of transnational business organizations requires managerial approaches that allow for va ...